Lindström at Work: How Finnish Innovation Is Rewriting Future of Workwear and Recycling

Your website lists Workwear Full Service and Workwear Flex Service. How do you position both for customers?
Kati Pallasaho: They are two different service models designed for different customer needs. If a company requires individualised garments made to each employee’s measurements or dedicated garments for specific users, then the Workwear Full Service is the preferred choice. But if personalised garments aren’t necessary and common-use garments are acceptable, then Workwear Flex is suitable.

It also depends on the company’s size and its sustainability goals. Flex offers more variety and flexibility. For example, some food manufacturers and hospitals now use our Flex service because shared garments work well for them. Customers focused on cost efficiency and sustainability often find Flex an ideal solution.

How do you view the future of Lindström’s workwear business—geographically and strategically?
Juha Laurio: We operate in more than twenty countries. The penetration of our services varies a lot. In Finland, where we’ve existed for about 170 years, it’s very high. But in markets where we’ve been for only ten or fifteen years—India since 2007, for example—penetration is still small.

So, in recent years, we’ve focused on expanding geographically within existing markets. In India, for instance, we’ve just opened a new service centre in Chennai. I visited our construction site in Delhi this week, where we’re moving to a larger unit, and another in Hyderabad where we’re expanding. At the same time, we’re studying new markets and will enter them when conditions are right.

We see rising demand for workwear-as-a-service because companies want to concentrate on their core business and outsource textile management to professionals. This year we’re seeing growth across all markets—a clear trend towards outsourcing.

What trends do you observe in the overall workwear market, particularly after the pandemic?
Juha Laurio: COVID highlighted the importance of hygiene, especially in pharmaceuticals and food industries. Regulations have been tightening for years to ensure consumer safety and good manufacturing practices.

Another major change concerns water use and wastewater treatment. Regulation there is also getting stricter, which is good for the planet. These pressures encourage companies to focus on their core business and rely on specialists like us to handle hygiene and sustainability professionally.

Kati Pallasaho: From customers, we’re also seeing greater curiosity about the origins of our textiles—what materials are used, whether they’re organic cotton, recycled fibres, and so on. There’s a growing emphasis on understanding the environmental sustainability of our products and on the commitments we’ve made as a company.

Juha Laurio: That’s why we’ve become more vertically integrated. We now manufacture garments ourselves, and our production process is designed for flexibility—even single pieces—which reduces the risk of excess stock and waste.

At the end of a garment’s life, we’ve invested in recycling. We’re shareholders in a startup that processes used workwear into new fabrics, working towards a closed loop where recycled fibres form part of new uniforms. It’s not yet 100 per cent closed because recycled fibres still need to be blended with virgin material, but technology is improving, and we’re actively developing it.

What makes Finland such a hub for textile innovation and circularity?
Kati Pallasaho: Finland has become a centre of innovation in textile recycling, both chemical and mechanical. A new industry is emerging here around end-of-life textiles.

Juha Laurio: Sustainability is deeply ingrained in Finnish society. It’s top of mind for consumers, customers, and employees alike, and that collective mindset drives companies forward. Many Finnish firms are committing to carbon neutrality within specific timelines, which requires collaboration across their entire value chains.

This push generates innovation. Employees are also a major driver—many people join Lindström precisely because they want to work for a company contributing to a sustainable planet.

Another factor is our forest-based economy. For decades, Finland exported low-value wood products. Now we’re creating high-value, bio-based materials such as fabrics derived from wood. That’s adding value sustainably. We may not have cotton fields, but we make the most of the resources we do have.

Kati Pallasaho: Many Finnish universities are directing their research toward solving global challenges. When that research is commercialised, it helps tackle issues like textile recycling.

Juha Laurio: And since Finland is a small country—only about 5.5 million people—cooperation is essential. Companies, universities, and government work together closely, forming ecosystems that encourage innovation with global impact.

In recent years, science seems to have reclaimed centre stage in the textiles and fashion industry. Would you agree that today’s innovations are largely science-driven?
Kati Pallasaho: Yes, many are. My own background is in research, and I think the pandemic reinforced trust in science. The way we developed vaccines showed that science can solve global problems. I hope that same trust continues as we address the climate crisis and bring new innovations to market.

Lindström is also active in hotel and restaurant textiles. What trends do you see in these segments?
Juha Laurio: Sustainability remains the key theme. Hotel chains are under increasing pressure from consumers to demonstrate sustainable practices. It’s become not just a competitive advantage but a basic expectation.

That’s why hotels are eager to collaborate with us on optimising textile use—from managing lifecycles to ensuring proper recycling. The same principles we apply to workwear extend here as well. The global textile industry still contributes to pollution, so there’s plenty to improve. We see it as our role to lead by example.

Kati Pallasaho: Everyone needs to reach net-zero greenhouse-gas emissions. The sooner we do that, the sooner our customers—in hotels, restaurants, or other sectors—can also achieve it. We tackle these big issues together.

You distinguish restaurant textiles from hotel textiles. How do you position them differently?
Kati Pallasaho: The difference lies mainly in the product range. For hotels, we supply bed linen, towels, and similar items. For restaurants, it’s tablecloths and napkins. Of course, hotel restaurants are also our customers, so there’s overlap in practice.

Could you give us an overview of Lindström’s operations in India?
Juha Laurio: We began in Chennai fifteen years ago—the same city where we’ve now moved for the third time to a much larger facility, which we inaugurated this week. Today we operate in twelve cities across India, offering workwear and cleanroom services.

When we entered the market, we were the first to introduce this kind of textile service. Initially, our customers were mostly international companies familiar with the model abroad. Over time, local companies adopted it too. Now about 60–65 per cent of our customers in India are Indian firms.

Chennai alone has around 150 customers, and that gives an idea of our scale. The fastest-growing sectors for us are pharmaceuticals, food, automotive, electronics, and healthcare. Essentially, any company that requires uniforms or workwear for employees is a potential customer. We plan to continue growing because, relative to India’s size, market penetration is still small.

The European Union recently announced its Textile Strategy. Even though it’s still a framework, companies are already preparing for it. How is Lindström approaching this?
Kati Pallasaho: We follow these legislative developments very carefully, not just in the EU but in every market where we operate. Regulations are evolving around issues like microplastics, chemical use, and environmental standards. We adapt our operations accordingly.

We also follow leading sustainability frameworks, such as the Science Based Targets initiative, which guides us in reducing greenhouse-gas emissions.

Juha Laurio: Lindström is a founding member of the European Textile Services Association in Brussels, where I serve on the board and have also chaired. I’m also on the board of the Textile Rental Services Association in the United States. These associations are vital for advancing our industry, engaging with policymakers, and shaping sustainable regulation.

I believe tighter regulation is necessary—it pushes us all towards a more sustainable planet. Younger generations are driving this change as consumers, employees, and now decision-makers. With enough will, knowledge, and science, the textile sector can transform—but it won’t happen by itself. It requires sustained effort and cooperation.